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AbstractEnvironmental innovation is a key approach for firms wishing to improve their competitiveness, and CEOs have a crucial impact on the environmental innovation of the firms they lead. Based on upper‐echelon theory, this study explores the impact of CEOs' overseas experience, political background, and environmental background on their firms' environmental innovation, as well as the moderating effect of CEO tenure. We selected Chinese A‐share listed manufacturing companies operating between 2014 and 2021 as the research sample and tested our hypotheses using STATA 15.1 software. The results indicate that the political background, overseas experience, and environmental background of a CEO all have a positive impact on firms' environmental innovation. The CEO tenure plays a positive moderating role in the impact of the three types of CEO background experiences on firms' environmental innovation. Further analysis reveals that the promotion effect on firms' environmental innovation of CEO overseas experience and political background is more significant in state‐owned firms, while the promotion effect of environmental background is more significant in nonstate‐owned firms. When compared with small firms, the three background experiences have a more significant impact on environmental innovation in large firms. CEO background experience has a positive impact on both the substantive and strategic environmental innovation of firms. We provide references for the implementation of environmental innovation and the selection of relevant executives.

AbstractAs an influential economic entity, China's economic growth pattern is changing. The traditional way brought high-speed growth as well as caused environmental damage. The concept of environmental innovation, which combines the advantage of technology innovation and environmental consideration, has become a vital means to achieve sustainable development. Due to the double externality characteristic of environmental innovation, the government plays an important role in its development. Based on provincial panel data from 2008 to 2017, this paper first examines the distinct influences of various economic incentive instruments on environmental innovation. Then, the moderation role of marketization is explored. The results show that governments' direct financial expenditure on environmental protection has a positive impact on environmental innovation, while the effect of the environmental tax is not significant. In addition, the impact is negatively moderated by marketization.

AbstractBased on stakeholder and upper‐echelon theories and following the logic of "leadership‐behavior‐performance," this study constructs a model to investigate the relationships between responsible leadership, managerial discretion, environmental innovation, and firm's environmental performance. This study analyzed a sample of survey responses from 208 manufacturing firms. The results show that the three dimensions of responsible leadership (relationship building, relational governance, and sharing orientation) have a positive effect on incremental environmental innovation; relational governance and sharing orientation have a positive effect on radical environmental innovation; both incremental and radical environmental innovation have a positive effect on a firm's environmental performance; and finally, managerial discretion plays a significant and positive moderating role in the relationships between sharing orientation and incremental and radical environmental innovation, and between relational governance and radical environmental innovation.

AbstractBased on social identity theory, this study proposes a model to explore the link between the environmental innovation perceived by job seekers and a firm's attractiveness by focusing on the mediating role of pride and the moderating role of moral identity. We tested our hypotheses using two experiments. The results showed that a firm's environmental innovation was related positively to a firm's attractiveness and that this relationship was mediated by job seekers' pride. In addition, moral identity played positive moderating role between environmental innovation and job seekers' pride. The findings of this study provide theoretical contributions and managerial implications that indicate new directions for research related to environmental innovation and a firm's attractiveness.

AbstractTo synthesize the literature on upper echelons theory, regulatory focus theory and the resource‐based view, this study examined the relationship of CEOs' regulatory focus, slack resources and firms' environmental innovation. Through the investigation of 191 manufacturing firms in China, we found that a CEO's promotion focus had a positive influence both on the firm's environmental processes and on product innovation, while a CEO's prevention focus had a negative influence. In addition, slack resources moderated the influence of the CEO's promotion focus on a firm's environmental process innovation in a positive way, while also positively moderating the influence of a CEO's prevention focus on a firm's environmental product innovation. Our results indicated that firms could deploy resources based on the CEOs' regulatory focus to facilitate firms' environmental innovation.

As a vital driver of team performance, cognitive diversity is of central interest to managers; however, the way in which cognitive diversity promotes superior team performance remains unclear. In this paper, we present a formal model that suggests the existence of the mediating effect
of alertness in this relationship. A quantitative method with multiple mediation models was applied to a sample of 1,020 members from 191 teams in China. Our results suggested that cognitive diversity had a significantly positive effect on team performance. Moreover, the mediating effects
of the 3 dimensions of alertness (information accumulation, information transformation, and information selection) were verified via a Sobel test. The implications of our findings, the limitations thereof, and possible directions for future research are discussed.

PurposeThe purpose of this research is to investigate the cross-level effects and mechanisms of inclusive leadership on employee innovation in team contexts, and further explore the boundary conditions of inclusive leadership.Design/methodology/approachThis study collected data from 237 leader-member dyads in 60 teams of Chinese firms. The research utilized multilevel linear models and multilevel structural equation models in the R language to test the hypothesized model.FindingsThe findings suggest that inclusive leadership has a positive impact on both employee incremental and radical innovation. Team psychological safety and employee role breadth self-efficacy mediate the effects. Employee risk avoidance propensity negatively moderates the mediating role of role breadth self-efficacy in the relationship between inclusive leadership and incremental innovation.Practical implicationsLeaders should pay attention to team psychological safety, employee role breadth self-efficacy and employee individual risk avoidance propensity that influence employee innovation to maximize the effectiveness of inclusive leadership.Originality/valueThis research expanded the level of analysis from individual to team, exploring cross-level effects and mechanisms of inclusive leadership on employee innovation in team contexts, and clarified the effectiveness conditions of inclusive leadership.

AbstractUsing social cognitive theory, we examine the relationship between socially responsible human resource management (SRHRM) and employees' ethical voice. Our study also explores the mediating role of employees' ethical self‐efficacy and the moderating role of organizational identification. Analysis of data gathered over three separate periods indicates that SRHRM is positively related to employees' ethical voice and that this relationship is mediated by employees' ethical self‐efficacy. Furthermore, employees' organizational identification influences not only the positive relationship between SRHRM and employees' self‐efficacy but also the indirect relationship between SRHRM and ethical voice via ethical self‐efficacy. The findings of this study provide theoretical contributions and managerial implications for SRHRM and ethical voice.

Job insecurity has been widely associated with reduced constructive work behaviors; however, few researchers have taken counterproductive work behaviors into consideration when investigating job insecurity. From a retaliation perspective, we investigated whether qualitative and quantitative
job insecurity increase or reduce employees' workplace deviance and how locus of control moderates these relationships. A survey was carried out with 263 participants from 40 firms in China, who completed mature, established scales, and hypotheses were tested using hierarchical regression
modeling. The empirical results showed that quantitative job insecurity reduced organizational deviance and increased interpersonal deviance, whereas qualitative job insecurity increased both organizational and interpersonal deviance. Moreover, internal locus of control weakened the positive
relationship between job insecurity and workplace deviance. Therefore, qualitative job insecurity was more detrimental than quantitative job insecurity in terms of workplace deviance, and both were more detrimental to those who are of an external locus of control.